│HST-4-005│

Hospitality Human Resources Management

│ Lecture 9 │

Career Planning and Development

Reference:
•Bohlander, G. & Snell, S. Managing Human Resources 13 ed, Thomson
South-Western (2004)
•M.L. Tanke, Human Resources Management For The Hospitality Industry, 2nd
Edition
•Dessler, G. (2013). Human resource management (13th ed.). Upper Saddle
River, NJ: Pearson/Prentice Hall.
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 HST-4-005 Hospitality Human Resource Management

Lesson Objectives
After the lesson, students should be able to:
 Understand the importance of career planning
and management for the company and the
employees
 Evaluate the factors affecting career planning
of an employee
 Perform different roles in career planning
 Design and develop different career
management options
2
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The Basics Of
Career Management

Career Management Career Development

Employees’
Careers

Career
Planning

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Factors Affecting Career Planning

 Career stages
 Career anchors
 The environment
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Career Stages
The 5 career stages are:

 Growth
 Exploration
 Establishment
 Maintenance
 Decline
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Career Anchors

 Motives that account for the way

people select and prepare a career
 Companies must be flexible enough
to provide alternative paths to satisfy
people’s varying needs

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5 Career Anchors
 Managerial Competence
 Technical / Functional
Competence
 Security
 Creativity
 Autonomy and Independence
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The Environment
 The changing environment is a very
important factor affecting career
planning
 Workers are planning ways to retain
their present job in this drastically
changing work environment

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Roles in Career Planning

Individual’s Responsibilities:
 Self-assessment of abilities, interests, and values
 Analyzing career options
 Deciding on development objectives and needs
 Communicating development preferences to
manager
 Mapping out mutually agreeable action plans with
manager
 Pursuing agreed-upon action plan
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Roles in Career Planning

Manager’s Responsibilities:
 Acting a catalyst; sensitizing employee to
the development planning process
 Assessment of the realism of employee’s
expressed objectives and perceived
development needs
 Counseling the employee and developing
a mutually agreeable plan
 Following up and updating employee’s
plans as appropriate
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Roles in Career Planning

Organization’s Responsibilities:
 Providing a career planning model,
resources, counseling, and necessary
information
 Providing training in career development
planning to managers and employees and
career counseling to management
 Providing skills training programs and on-
the-job development experience
opportunities
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What can the Manager /

Organization Offer?
 Group Workshops
 Bring together group of employees and
their managers to identify and resolve
problems and misconceptions
 Periodic Job Changes
 Prevent obsolescence and stimulate
career growth
 e.g. lateral transfers, vertical
promotions, job rotations, temporary
assignments, retirements and etc.

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Innovative Career Development Initiatives

1. Provide each employee with an
individual budget.
2. Offer on-site or online career centers.
3. Encourage role reversal.
4. Establish a “corporate campus.”
5. Help organize “career success teams.”
6. Provide career coaches.
7. Provide career planning workshops.
8. Utilize computerized on- and offline
career development programs.
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Lecture Recap……
What is Career Management

 Factors affecting career planning

 Roles in career planning and management
 Different career management options

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Managing Career
 Career Management
 The process for enabling employees to better
understand and develop their career skills and
interests, and to use these skills and interests more
effectively.
 Career Development
 The lifelong series of activities that contribute to a
person’s career exploration, establishment, success
and fulfillment.
 Career Planning
 The deliberate process through which someone
becomes aware of personal skills, interests,
knowledge, motivations and other characteristics;
and establishes action plans to attain specific goals
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Career Stage – Growth

 From birth to 14
 Develops self-concept / identity by
identifying and interacting with
family, friends and teachers
 Develops preliminary ideas about
his/her interests and abilities

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Career Stage – Exploration

 Around 15 – 24 years old
 Explores various occupational
alternatives
 Attempts to match alternatives with
interests and abilities
 Begin to move to the adult world

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Career Stage – Establishment

 Around 24 – mid 40s

 Heart of one’s work life
 Being accepted by peers
 Learning the job
 Gaining tangible evidence of success
or failures
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Career Stage – Mid-career

 Between mid-30s and mid-40s

 Often make a major re-
assessment of original career
ambitions and goals

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Career Stage – Maintenance

 Between 45 – 65 years old
 Either accepts life as it is or
makes adjustment
 Secure in his/her job, or
 Career change because people
seriously question the quality of
their lives
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Career Stages – Decline

 Period when many are faced with

prospect of reduced level of power
and responsibility
 May have lower aspirations and less
motivation
 Develops mentor role

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Managerial Competence

 The career goal of managers

is to develop qualities of
interpersonal, analytical, and
emotional competence
 People with this anchor want
to manage people
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Technical / Functional Competence

 The anchor for technicians is the

continuous development of
technical talent
 People with this anchor do not
seek for managerial positions,
they focuses on the actual
content of a person’s work
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Security
 People with security anchor seek
for work stability
 They often see themselves tied
to a particular organization or
geographical location

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Creativity

 People with this anchor are

somewhat entrepreneurial in
their attitude
 They are looking for jobs that
provide opportunity to create or
build something that is entirely
their own
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Autonomy and Independence

 People with career anchor for

independence has a desire to be
free from organizational
constraints
 They want to be their own boss
and work at their own pace

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Traditional Versus
Career Development Focus
HR Activity Traditional Focus Career Development

Human Analyzes jobs, skills, tasks – Adds information about individual

resource present and future. Projects interests, preferences, and the like to
planning needs. Use statistical data. data.
Training and Provides opportunities for Provides career path information. Adds
development learning skills, information, and individual growth orientation.
attitudes related to job
Performance Rating and/or rewards. Adds development plans and individual
appraisal goal setting.
Recruiting and Matching organization’s needs Matches individual and jobs based on a
placement with qualified individuals. number of variables including
employees’ career interests.
Compensation Reward for time, productivity, Adds non-job-related activities to be
and benefits talent, and so on. rewarded, such as United Way
leadership positions.

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Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), P.10.